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Third Leg of the Stool
Art Pittman
TriAgile
June 30, 2016
Question
When the contract ends
and the Agile coaches
turn their backs and walk away,
Who sustains the Agile Transformation?
Agile TransformationsAgenda
Enterprise Coach
TeamCoach
LeadershipCoach
Agile Coaches
ICF
Co-Active
CCL
Role
Pressures
Ease Their Pain
Managers
Coaching Skills
My Background
Executive & Leadership Coaching
Academic Mindset & Research
IT & Agile Experience
Who Are You?
• Enterprise Coaches
• Team Coaches
• Technical Team Members
• Scrum Masters
• Product Managers
• People Managers
Emily
Enterprise & Team Coach
What roles do they play?
Who do they Coach?
What are their goals?
Ted
Emily
Enterprise Coach
Your Ideas
1. What roles do they play?
2. Who do they Coach?
3. What are their goals?
Emily
“Deep experience in leadership coaching, organizational transformation, and Agile practices at the enterprise level.”
“Help leadership & team members remove the barriers and embrace the transformation.”
Emily
Scrum IncScrum@Scale
• Understand scale, distribution, saturation and velocity--the four dimensions required to scale Scrum throughout an organization
• Understand how to do release planning with multiple teams
• Learn the key indicators to measure at the Enterprise level
• Modular Framework for Scaling Scrum
Emily
Scrum.orgScaled Professional Scrum
• Confirms that you know appropriate agile practices & scaling fundamentals you could apply to multiple Scrum teams working together
• Nexus
Emily
• Business Agility
• Working with Leaders– Understanding and Working with Executive Teams
– Understanding Executive Coaching vs Advising
– Understanding Leadership Development
• Organizational Culture and Alignment– Understanding Organizational Culture
– Engaging Leadership in Conversation about Culture
Enterprise Coaching Roles (ICAgile)
• Professional Coaching
• Mentoring & Advising
• Facilitating
• Teaching
• Transformation Agent
• Business
• Technical
Emily
Emily
Enterprise Agile Coach Summary
• Focus on Enterprise Agile Processes
• Less Focus on Leaders
• Help Organization Deliver Faster
Ted
Team Coach
Your Ideas
1. What roles do they play?
2. Who do they Coach?
3. What are their goals?
Ted
Scrum AllianceCertified Team Coach
• Some formal or informal education about coaching
• Good working knowledge of Agile & Lean values, principles & practices
• Helped individuals & teams to understand & apply Agile and Lean values, principles, & practices effectively
• Understand the dynamics, patterns, & development of teams
• Clearly describe the difference between consulting & coaching and know when to apply each
Ted
ICAgileAgile Coach
• Fully understand the difference between a coach & other team members
• Can negotiate their role within a given context of other roles in their organization so they can healthfully coexist & help others fully take up their roles in ways that enhance the practice of Agile
Team Coaching Roles (Scrum Alliance)
• Coaching
• Facilitation
• Training
• Mentoring
• Impediment management
• Leadership in support of collaboration
• Development consistency
• Value delivery across multiple teams & departments
Ted
Who Do You Coach?
Ted
• Tech team members
• Product Owners
• Scrum Masters
• Project managers
• Portfolio managers
• Business people
• Others…
Art
My Current Team’s Ideas
• Hold individuals & team accountable to self
• Teach Agile, Scrum, People skills, best practices, etc.
• Help facilitate meetings as needed
• Protect team from org craziness
• Coach/teach team managers their new role for the team
• Stay out of all HR issues
• Liaison & connector to org transformation team
• Help elevate team to be more successful
• Highlight progress (Agile assessment), give feedback & challenge team
Art
Team Agile Coach Summary
• Focus on Building a Team
• Focus on Team Agile Processes
• Less Focus on Leaders
• Help Teams Deliver Better Software Faster
Leadership Coach
Your Ideas
1. What roles do they play?
2. Who do they Coach?
3. What are their goals?
Leadership Coach
Role
• Leadership Coach
Who
• Technical & business front line & middle managers
Goals
• Help develop mangers as coaches for their new role
• Help mangers develop new set of skills– People skills vs technical skills
– Approach taken with each situation & person
– Focus on developing people
Agile Transformations
Enterprise Coach
TeamCoach
Agile Leadership
Coach
Agile Coaches
ICF
Co-Active
CCL
Role
Pressures
Ease Their Pain
Managers
Coaching Skills
Coaching Defined
“Partnering with clients
in a thought-provoking and creative process that
inspires them to maximize their
personal and professional potential.”
Coaching Defined
“Co-Active Coaching begins by holding the coachee as naturally creative, resourceful &whole, & completely capable of finding their own answers to whatever challenges they face.
The job of a Co-Active Coach® is to ask powerful questions, listen & empower to elicit the skills & creativity a client already possesses, rather than
INSTRUCT or ADVISE.”
Coaching Defined
“A formal one-on-one relationship between a coach and a coachee, in which
the two collaborate to assess and understand the coachee and his or her development needs, challenge current constraints
while exploring new possibilities, and ensure accountability and support for reaching goals and sustaining development.”
ICF Coaching CompetenciesSetting the Foundation
1. Meet Ethical Guidelines & Pro Standards2. Establishing Coaching Agreement
Co-creating the Relationship3. Establishing Trust & Intimacy with Client4. Coaching Presence
Communicating Effectively5. Active Listening6. Powerful Questioning7. Direct Communication
Facilitating Learning & Results8. Creating Awareness
9. Designing Actions10. Planning & Goal Setting11. Managing Progress & Accountability
5 Co-Active Coaching Contexts
CoachingContexts
Listening
Intuition
CuriosityForward &
Deepen
Self Management
Coaching Focus – 3 Levels of Listening
Level 1 - Internal Listening
All about Me
Level 2 - Focused Listening
All about You
Level 3 – Global Listening
All about Us
Consulting Happens
Here
Coaching Focus – 3 Levels of Listening
Level 1 - Internal Listening
All about Me
Level 2 - Focused Listening
All about You
Level 3 – Global Listening
All about Us
Coaching Happens
Here
Asking Questions
Closed-Ended
They give you facts
They are easy to answer
They are quick to answer
They keep control of the conversation with the questioner
Open-Ended
They ask the respondent to think and reflect
They will give you opinions and feelings
They hand control of the conversation to the respondent
Self-Management
Your ability to use awareness of your emotions to stay flexible and positively direct your behavior.
Emotional Intelligence 2.0, Bradberry & Graves, 2009
Assessment
Challenge Support
Results
Agile Transformations
Enterprise Coach
TeamCoach
Agile Leadership
Coach
Agile Coaches
ICF
Co-Active
CCL
Role
Pressures
Ease Their Pain
Managers
Coaching Skills
Managers
Your ideas
1. What roles do they play?
2. Who do they Coach?
3. What are their goals?
Management Role
Create Team Shared Leadership
• Collective influence of team members on each other which significantly improvesteam & organizational performance
1. Internal Team Environment
2. External Team Coaching
Shared Leadership in Teams, Carson, et al., 2007
Internal Team Environment
Shared Purpose
• Team understands primary objective
Social Support
• Team gives encouragement & recognition to each other
Voice
• Team participates & has input how to do work; this increases engagement, involvement & commitment
Shared Leadership in Teams, Carson, et al., 2007
External Team Coaching
Supportive Coaching
• Helps develop team capabilities & motivation
• Helps team become autonomous & self-directed
NOT Active Coaching
• More likely to undermine self-management, initiative & autonomy & inhibit Shared Leadership
Shared Leadership in Teams, Carson, et al., 2007
Shared Leadership Summary
“When an internal team environment is supportive, coaching by the external leader is less critical for the emergence of shared leadership;
however, when an internal team environment is unsupportive, coaching interventions are important for filling a role that is not being filled by the team.”
Shared Leadership in Teams, Carson, et al., 2007
The Perfect Team
• Were the best teams made up of people with similar interests?
• Or did it matter more whether everyone was motivated by the same kinds of rewards?
• How often did teammates socialize outside the office?
• Did they have the same hobbies? • Were their educational backgrounds similar? • Was it better for all teammates to be outgoing or
for all of them to be shy?
What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016
The Perfect Team
Google, 2012, Project Aristotle
“Study hundreds of Google’s teams and figure out why some stumbled while others soared”
What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016
The Perfect Team
• 180 teams & lots of data
• No mix of specific personality types or skills or backgrounds made any difference
“The ‘who’ part of the equation didn’t seem to matter. At Google, we’re good at finding patterns. There weren’t strong patterns here.”
What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016
The Perfect Team
• Displayed “Conversational Turn-Taking”– Everyone spoke roughly the same amount
• High “Average Social Sensitivity”– Knew when someone was feeling upset or left out
Psychological Safety – Team climate characterized by interpersonal trust & mutual respect in which people are comfortable being themselves.
What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016
The Perfect Team
“What Project Aristotle has taught people within Google is that no one wants to put on a ‘‘work face’’ when they get to the office.”
“No one wants to leave part of their personality & inner life at home.”
What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016
Middle Managers Role
Roles becoming more wide-ranging & challenging
• Agents of Change
• Focus of change
• Acquiring greater responsibility & empowerment
“Organizational performance is heavily influenced by what happens in the middle”
The Moderating Effect of Organizational Change Cynicism, Bartona & Ambrosinib, 2013
Pressures
Simultaneously handle…
• Implementing change (substantive concerns)
• Keeping senior managers happy (political concerns)
• Addressing interests & anxieties of employees (relational concerns)
“Process unstructured streams of information and find solutions under conditions of unclear cause-and-effect relationships”
The Competing Roles of Middle Management, Bryant & Stensaker, 2011
Sustainable Agile Transformation (SAT)
• Team Coaching– Delivery teams includes product management
• Enterprise Coaching– Portfolio, program, project Management (PMO)
– Awareness & remove organizational dependencies
– Budgeting & finance leaders
• Leadership Coaching– Team people managers (direct line managers)
– Managers of managers (middle managers)
Agile Transformations
Enterprise Coach
TeamCoach
Agile Leadership
Coach
Agile Coaches
ICF
Co-Active
CCL
Role
Pressures
Ease Their Pain
Managers
Coaching Skills
Question
When the contract ends
and the Agile coaches
turn their backs and walk away,
Who sustains the Agile Transformation?
